There are three dimensions for healthy organizations to grow and innovate. This presentation shares what's needed and where and why companies undermine their success.

1. Free
Your
Rebel
Thinkers,
Find
a
Faster
Growth
Path
Lois
Kelly
|
Foghound
|
RIBX
Management
Conference
|
5.3.12

2. Obedience to authority is essential to
growth and development.
Obedience to authority is essential to
growth and development.
Obedience to authority is essential to
growth and development.
Obedience to authority is essential to
growth and development.
Obedience to authority is essential to
growth and development.
Obedience to authority is essential to
growth and development.
Obedience to authority is essential to My
rebel
beginnings:
growth and development.
punished
for
speaking
up
in
junior
high;
but
thrived
as
a
young
journalist.
Obedience to authority is essential to
growth and development.

3. All
companies
say
the
want
More
creaOve
people,
but…

4. You
don’t
get
pearls
without
irritaOng
grit.

5. FOR

6. The
90/30
Conundrum

7. Source:
2011
Foghound
study:
“Rebels
at
Work:
MoOvated
to
Make
a
Difference”

8. Corporate
rebel
value
Source:
2011
Foghound
study:
“Rebels
at
Work:
MoOvated
to
Make
a
Difference”

9. 33.7%
Very
saOsfied
rebels
can
provide
this
value
in
their
organizaOons.

10. What’s
causing
the
disconnect?

11. 1.
How
safe
is
it
to
speak
up
in
your
organizaBon?

12. #1
post
in
8
years!
Sigh…

13. “Nearly
half
of
execuOve
teams
fail
to
receive
negaOve
news
that
is
material
to
performance
in
a
Omely
manner
because
employees
are
afraid….”
The
Corporate
ExecuOve
Board
“Open
Door
Policy,
Closed-­‐Lip
Reality”

14. 82%
have
experienced
some
kind
of
penalty
for
speaking
the
truth.
Source:
“Speaking
Truth
to
Power”
study
Dana
Theus,
ReclaimingLeadership.com

15. Why
managers
don’t
ask,
involve:
1.
Fear
of
negaOve
feedback.
2.
Unstated
(and
erroneous)
management
beliefs:
•
Employees
are
self-­‐interested,
untrustworthy
•
Top
management
knows
best
•
Consensus
=
organizaOonal
health
Source:
“Sounds
of
Silence”
NYU
Stern
School
of
Management

16. Safe
corporate
cultures
:

People
feel
appreciated.

IntenOons
understood.

Disagreement
welcomed.

Many
ways
to
contribute.

17. 2.
Is
your
organizaBon’s
vision
clear?

18. Most
visions
feel
like
this.
Hard
to
connect
new
ideas
to
fuzziness.
Hard
to
evaluate
decisions.
Hard
to
know
if
you’re
making
progress.
Easy
to
get
lost.
Feels
uncertain,
someOmes
frightening.

19. People
want
a
concrete
view
of
what
success
looks
like.
Then
they
can
be
creaOve
on
how
to
get
to
end
result.

20. 3.
What
are
people
rewarded
for?

21. Most
people
rewarded
for
keeping
the
trains
running.
Not
criBcal
thinking.

22. Few
organizaBons
reward
people
for
healthy
conflict,
honest
conversaBons.

23. What’s
a
corporate
rebel
to
do?

24. 1.
Show
how
your
idea
helps
achieve
organizaOonal
goals,
vision.

25. 2.
Find
allies.

26. OpOmism
is
the
greatest
form
of
rebellion.
Carmen
Medina
Re,red
CIA
exec
3.
Be
posiBve.
What
will
work
vs.
what
doesn’t.

27. 4.
Choose
the
right
boss.

29. 6.
SomeBmes
you
have
to
leave
your
organizaBon.

30. 7.
Share
your
story,
provide
courage
to
others
www.rebelsatwork.com.

31. GROWTH
requires:

Safe
culture.

Clear
vision.

Rebel
thinkers.

32. Free
resources
www.foghound.com/resources
www.rebelsatwork.com

33. Would
it
be
helpful
for
me
to
speak
at
your
organizaBon?
Lois
Kelly
lkelly@foghound.com
@LoisKelly
401-­‐333-­‐5464
Foghound.com
RebelsAtWork.com